e. Реинжиниринг бизнес-процессов (B

e. Реинжиниринг бизнес-процессов (BPR). Впервые понятие «реинжиниринг бизнес-процессов» возникло в 1990 г. в США. Авторство BPR принадлежит М. Хаммеру и Д. Чампи. Под реинжинирингом бизнес-процессов авторы понимают «фундаментальное переосмысление и радикальное перепроектирование бизнес-процессов для достижения существенных улучшений в таких ключевых для современного бизнеса показателях результативности, как затраты, качество, уровень обслуживания и оперативность». С этого времени BPR вызывает активный интерес специалистов в сфере менеджмента и информационных технологий.
Проводимые исследования в области BPR характеризуют реинжиниринг бизнес-процессов как «революционное», «существенное», «кардинальное», «радикальное», «фундаментальное» перепроектирование бизнес-процессов организаций. Смысловая направленность ключевых слов «революционное» и «существенное» содержит то общее, что отражает значимые изменения, направленные на качественно новый уровень организационного развития.
Реинжиниринг бизнес-процесса—наиболее радикальный из приведенных выше методов совершенствования бизнес-процессов, за исключением инжиниринга, поскольку в прямом смысле не является методом совершенствования, а в большей степени методом процессного управления. BPR обеспечивает свежий взгляд на сущность и содержание процесса и полностью игнорирует существующий процесс и структуру организации.
Объектом реинжиниринга являются бизнес-процессы, определяющие деятельность организации. Как правило, реинжиниринг может осуществляться многократно до тех пор, пока большинство процессов компании не будет полностью перепроектировано. Таким образом, работа разбивается на фазы, каждая из которых имеет четкую цель — существенно улучшить работу организации.

Results (English) 1:

e. business process reengineering (BPR). For the first time the concept of "business process reengineering" appeared in 1990 in the United States. The authorship of the BPR is owned by m. Hammer and j. Champy. Business process reengineering under the authors understand the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in the key to today's business performance, cost, quality, level of service and efficiency. " Since that time, the BPR is an active professional interest in the field of management and information technology. Research on BPR business process reengineering characterize as "revolutionary", "significant", "cardinal", "radical", "fundamental" re-engineering business processes of organizations. Semantic thrust keywords "revolutionary" and "significant" has something in common, which reflects the significant changes to a new level of organizational development. Business process reengineering is the most radical of the above techniques to improve business processes, with the exception of engineering, because in the true sense is not an improvement, but rather a method of process management. BPR offers a fresh look at the essence and content of the process and completely ignores the existing process and the structure of your organization. The object is re-engineering the business processes that define the work of the organization. Typically, reverse engineering can be done repeatedly until most of the processes the company has been completely transformed. Thus, the work is broken into phases, each of which has a clear goal is to significantly improve the performance of the organization.

Results (English) 2:

e. Business Process Reengineering (BPR). The concept of "business process reengineering" appeared in 1990 in the United States. Blame belongs BPR M. Hammer and J. Champy. Under the re-engineering of business processes we mean "the fundamental rethinking and radical redesign of business processes to achieve significant improvements in the key for modern business performance indicators like cost, quality, service and efficiency." Since then, the BPR is an active interest of specialists in the field of management and information technology.
Ongoing research in BPR characterize business process reengineering as "revolutionary," "significant," "radical," "radical," "fundamental" business process redesign organizations . Sense direction keyword "revolutionary" and "substantial" contains the total, reflecting the significant changes to a new level of organizational development.
Reengineering the business process, the most radical of the above methods of improving business processes, with the exception of engineering, as the literal sense is not a method of improving, and to a greater extent by the process management. BPR provides a fresh look at the nature and content of the process, and completely ignores the existing processes and organizational structure.
The object is reengineering business processes that define the organization's activities. As a general rule, re-engineering can be repeatedly as long as the majority of the company's processes will not be completely redesigned. Thus, the work is divided into phases, each of which has a clear goal - to significantly improve the organization.

Results (English) 3:

e. Reengineering business processes (BPR). For the first time the concept of "reengineering business processes" emerged in 1990 in the US. Authorship BPR belongs to M. He only helped cancer patients and D. interaction.Under the making strategic managerial decisions business processes the authors understand the fundamental rethinking and radical redesign business processes to achieve significant improvements in the key for the modernPerformance indicators,Such as cost, quality, service level, and responsiveness". Since that time there is an active interest in BPR specialists in the field of the management, and information technology.
Research activities in the field of BPR characterize reengineering business processes as the "revolutionary", "significant", "cardinal", "radical", "fundamental" redesign business processes.Non sequitur focus key words "revolutionary" and "significant" contains the total that reflects the significant changes, aimed at a qualitatively new level institutional development.
Reengineering business process, the most radical of the above methods to improve business processes, except for engineering, as in the direct sense, is not a method of improvement,As well as more control method for competitive advantage. BPR provides a fresh look at the nature and the content of the process, and completely ignores the existing process and the structure of the United Nations.
The object regularities are business processes, which determine the activities of the organization. As a general rule, reengineering can be carried out repeatedly until theAs long as the majority of companies will not be fully перепроектировано. In this manner, the work is broken into phases, each of which has a clear objective - significantly to improve the work of the United Nations.